Strategy Dynamics Briefing 1: What’s different about Strategy Dynamics?

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This is the first post in the series of Strategy Dynamics Briefings.  Join me, as I introduce and explain ideas behind Strategy Dynamics in these fortnightly blog posts.

(If you would like to receive this series from the beginning in your email inbox, please register on www.strategydynamics.com and subscribe to Briefings in “MyAccount”)

There are many strategy textbooks in the market but “Strategic Management Dynamics” starts from a slightly different point, which may make it seem a bit unconventional. When all is ...

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Cotton cycles …

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I see (www.cotlook.com) cotton prices have hit a 2½ year high on fears that the Pakistan floods will cut supply – the country produces nearly 7% of world supply. The dynamics of this are pretty easy to lay out, just like many other cyclical industries:

  • The total of industry current capacity [a resource] determines maximum output
  • … which balanced against current demand determines price through normal elasticity mechanisms.
  • If prices rise, so do supplier-profits – and crucially, so do expected profits [an ...
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Re-imagine the future

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S+B reports onThe Three Laws of Performance: Rewriting the Future of Your Organization and Your Life by Steve Zaffron and Dave Logan.

In spite of the tired marketing gimmick of ‘X things to do to achieve Y’, the book’s basic premise is sound. Define the ‘default future’ for your organization – the future that is coming towards you, given the current circumstances and plans and given likely external events. Then ‘re-write’ an improved future, work back ...

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Chief Performance Officer?

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Nice simple observation from Tom Davenport on this idea, in particular asking if the new role might help end silo management.

Starting from the need to make knowledge management [KM] a core of some other function [e.g. HR] people on Tom’s events have suggested going further and linking KM to business processes to technology etc. Good principles, but three challenges to making it a reality- the concepts are abstract, the relationships unkown, and the list incomplete [what about capabilities, resources ...

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